Why has TQM seemingly become a dirty word among business leaders? As this article explains, many of the organizations that have failed with TQM did so because they relied too heavily on the ideas that leadership must be 100 percent committed to the change strategy and that employees must be empowered fully. Here the author gives practical tips and real‐life examples of how to bring about substantial organizational improvement with TQM‐like strategies, even if an organization cannot obtain full leadership commitment and employee empowerment right away.
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George P. Bohan (1998) studied this question.